International Journal of Science and Research (IJSR), India Online ISSN: 2319-7064

Factors Affecting E-Procurement Adoption in

Minimizing Risks in the Supply Chain: A Survey of
State Corporations in Kenya
Noor Ismail Shalle1, Wario Guyo, 2 Iravo Mike Amuhaya3
PhD.in Procurement and Supply Chain Management (JKUAT); MSc Procurement and Logistics (JKUAT), BSc General Business
Administration (University of Juba)
P.O Box 34144-00100 GPO, Nairobi, Kenya.
Ph.D, Deputy Director, CBD Campus, Nairobi, Jomo Kenya University of Agriculture and Technology
P.O. Box 62,000 - 00200 City Square
Ph. D.in HRM (JKUAT); M.in Admin. & Plan. (UoN); Dip. Mgt. (London); PGDE. (KU); M.A. & B.A (Sibiu, Romania);
Jkuat, P.O.Box 62000-00200, Nairobi

Abstract: This paper examines the optimization of purchasing through the use of Internet based systems (electronic Procurement).
The focus of this paper is the impact of these systems on the supply chain structure and how they are able to change the procurement
function to a strategic operating resource for the organization. The empirical research information is based upon a study carried out
that analyzed the supply chain strategies being adopted by public organizations. Respondents ranged from 100 to state corporations,
experienced users of e-procurement systems to those just starting out on their pilot investigations of the contribution of such systems to
purchasing efficiency. A significant result from the study was that whilst a large number of organizations were e-procurement adopters,
less than half of them believed that procurement had a strategic function. The case of state corporations is used, as an example,
illustrating the ability of state organizations with a strategic capability in procurement, achieved through e-procurement systems,
gaining significant organizational benefits via cost and process reductions.

Keywords: Business-to-Business, E-Business, E-Commerce, E-Procurement, Internet, state corporations, Supply Chain.
expected productivity gains due to poor user acceptance and
use of new technology (Venkatesh and Speier, 1999).

1. Introduction
The use of technology for procurement has generated great
excitement because of its potential to reduce procurement
costs and improve strategic sourcing (de Boer et al., 2002;
van Weele, 2002; Subramaniam and Shaw, 2002). LuckingReiley and Spulber (2001) argue that the potential cost
savings in this area are substantial, and it seems that the
potential merit of various electronic procurement forms is
largely undisputed (de Boer et al., 2002). Previous research
however show that there are still doubts about the real
benefits of e-procurement, and that organizations that
already have an inter-organizational information system of
some kind not yet have decided whether it is an
improvement over existing systems or not (Subramaniam
and Shaw, 2002).
Even if the conditions for a successful introduction are
present, the introduction and implementation of an eordering system can be problematic, due to all sorts of
political considerations and sensitivities in the field of
purchasing within enterprises (van Weele, 2002). Several
barriers and problems exist (Chircu and Kauffman, 2000),
and they have to be tackled successfully if potential value of
the investment will be met (Davern and Kauffman, 2000).
One of the largest problems according to empirical data
(Arbin, 2003) and research (Davis, 1989; Subramaniam and
Shaw, 2002; Reunis et al., 2005) is to get potential users in
the organization to adopt and use the e-procurement (eordering) system, when ordering products and services.
There is growing evidence of unrealized or less than

This research is focused on the public sector in the Kenya.

There has been considerable change in practices and
processes over the past 11 years with the modernisation of
the public sector. Programs such as the Strategic
Management
Initiative,
Management
Information
Framework and more recently the Benchmarking review
have brought the processes of the sector into the public
forum.
As a background to these changes, technology has changed
over the past 10 years. This change in both the technology
and the way it is applied is affecting both the structures and
processes of the public sector. Current research in Kenya has
failed to look at how services are sourced and procured.
Although there is considerable research in the area of Public
Administration particularly in the areas of policy, strategy,
and programme evaluation, public procurement has not been
an area of focused academic research.
Research in procurement has concentrated mainly on the
private sector, and although there is now a wide range of
research happening in the field of public procurement
outside of Kenya, it has tended to look primarily at single
dimensions, i.e. the impact of technology on costs or the
impact of technology on structure. The research examines
the inter-relatedness of three areas, people, process and cost,
and the impact that technology has on these areas within the
public procurement process. The proposition is that the
introduction of technology into the procurement process

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within the public sector in the Kenya leads to fundamental
changes in the processes, organisational structures and costs.

2. Background
In the last 11 years there has been a growing interest in
Supply Chain Management. This interest has been primarily
focused on the private sector. Supply Chain Management
has been used interchangeably with Logistics Management,
Materials Management and more recently the emphasis has
shifted towards procurement. Perhaps the simplest
explanation is to think of a supply chain as having five
distinct parts Buy, Make, Store, Move and Sell. Across
these five parts are processes that control the supply chain.
Information is passed through these various stages. At each
stage there are a number of sub-processes which can be
defined as processes in their own right. What we then see
across a number of definitions (Christopher, 1998, SimchiLevi et al, 2000, Council of Logistics Management) is a
common theme of the supply chain being a process. It is also
evident that information related to the process is critical and
fundamental for the control, management and understanding
of the process. McCormack and Johnson (2001) define a
process as a specific group of activities and subordinate
tasks which results in the performance of a service that is of
value.

3. Adoption
In this paper, i define adoption as making an active
contribution towards the implementation or use of the eprocurement tool. Adoption includes using the tool,
contributing towards the usage by others, or stimulating the
spread of adoption of the tool. This definition implies that an
actor can be considered an adopter of the tool, as soon as the
actor contributes to a further spread of the tool, without
using the tool himself.
In general, adoption models and social network only
consider positive influences and exclude the possibility of
one actor negatively influencing another when it comes to
adoption behavior. Arguably, adoption does not only have a
positive dimension, but can also include a negative
dimension, i.e. active deviation of the implementation
objective. This active resistance can also spread through
interactions between actors, causing competing social
networks of adopters and non-adopters within an
organization.
Some individuals will be inclined to adopt an innovation
earlier than others, despite of any management efforts and
social influences. Argarwal & Prasad (1998) recognize this
human characteristic as the personal dispositional
innovativeness (PDI), which describes an individuals
willingness to adapt to an innovation, independent of
internal or external influences. Goldsmith & Hofacker
(1991) show that PDI is domain specific, which suggests
inherent differences between for instance the procurement
domain and the IT domain. Other traits of a person might
influence the PDI or the adoption directly. Some authors
stress certain individual factors related to PDI like
innovativeness, computer self-efficacy, and experience
(Venkatesh & Davis 2000).

4. Public Sector Procurement Requirements

Public procurement is an information-intensive function of
government. It has to satisfy requirements for goods, works,
systems and services in a timely manner. Furthermore, it has
to meet the basic principles of good governance:
transparency, accountability and integrity (Wittig, 2003;
Callender and Schapper, 2003). It has become obvious that
more the procurement process is supported by Internet
technology, the easier it should become to handle the manual
burdens.
Convention wisdom suggests that government eProcurement differs from private e-Procurement. Public
sector procurement is large and complex, accounting for
between twenty and thirty percent of GDP (Thai & Grimm,
2000, COA, 1994), and traditionally attempts to meet many
social and political objectives (Tether, 1977). While private
sector procurement is practiced under the auspices of each
individual firms governance policies, public sector
procurement must operate within a range of regulations and
policies established to accomplish desirable social (Tether,
1977) as well as economic (Miami-Dade County, 2000),
financial and public audit requirements. A core difference,
according to Przymus (2003), is the relationship between the
buyer and the seller in each entity - in government the buyer
attempts to attract as many sellers as possible to be seen to
broaden competition and maximize opportunities for valuefor-money whereas in private enterprise buyers may seek to
set in place sole supplier arrangements based on a
relationship management policy and provided operating risk
is deemed to be minimised. Governments are also obliged to
disclose purchasing and contracting information to the
public, including details about the outcome of government
contracting decisions.
e-Procurement solutions are seen as a way to address some
of these goals. The transparent nature of the Internet truly
makes on-line bidding an effective tool against corruption in
government procurement provided there is an absolute
requirement for disclosure of all government purchasing and
contracting decisions to all interested parties in the society
(Talero, 2001). The e-Procurement infrastructure and
procedures can facilitate the achievement of the principles of
professionalism, transparency, probity and accountability
while maximizing efficiency, effectiveness and flexibility
in the procurement process required by public procurement
regulation (DOFA, 2002). e-Procurement has the potential to
promote operating efficiency in public sector procurement,
and provide significant cost savings (Miami-Dade County,
2000).

5. Barriers to a Successful Implementation of

E-Procurement Initiatives
While various governments are encouraging public sector
agencies to adopt e-procurement its implementation has not
been a smooth transition, and the rate of e-Procurement
implementation success has been less than spectacular.
Government e-procurement projects have been notoriously
unsuccessful (Steinberg, 2003). The development and
implementation of e-Procurement has not been as easy as
some of the solution providers suggested, nor has it brought

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the claimed savings. Furthermore, engaging suppliers in the
process, especially smaller organizations, is also proving to
be difficult given the levels of investment expected of them
in their provision of catalogue information to buyers, and
marketplaces using different technologies, platforms and
business languages (OGC, 2002). Although a number of
public sector agencies are actively pursuing e-Procurement,
evidence from business press reveals that many of the efforts
are not meeting original expectations.
Despite the benefits that can be achieved from a successful
e-Procurement initiative implementation in the public sector,
the business press has reported a number of failures of eProcurement initiatives in a number of public sector
agencies in the Germany, China and Australia in recent
years. The major reasons can be linked to the issued raised
in the previous paragraph: complexity, compatibility, an
absence of savings and unwillingness of markets to
participate. As Heywood et al (2002) observe, it is by no
means certain that all the potential of e-procurement will be
realised and it is inevitable that huge sums of money, and
considerable effort, will be wasted by some organizations in
pursuit of the business benefits.
These views are supported by a number of examples. The
US Governments General Services Administration (GSA)
had been criticized following recent embarrassing
revelations that it was unreliable and error prone (KableNet,
2001). Furthermore, the UK government decided not to
extend its pilot e-tendering system across Whitehall
(KableNet 2002). In a similar vein, Bell (2003), Doesburg
(2003) and Gifford (2003) report that the New Zealand
government has reported that its GoProcure e-Procurement
system has proved more complex to develop than expected.
UK Ministry of Defence is yet to achieve savings three years
after its e-Procurement service first started running
(KableNet, 2003). According to Government Technology
(2002), State of South Carolina abandoned its e-Procurement
system in June, 2002 and pilot projects were shut down in
2002 in Massachusetts, Indiana, and Michigan. The Virginia
state auditor reported only 1.5% of the states business was
transacted through its state-of-the-art system, which cost
$USD14.9 million (Government Technology, 2003).
On the other hand, there is a view that rumors of eProcurements demise have been greatly exaggerated
(Harris, 2002). Davila et al. (2002), for example, report that
a survey of 168 US public and private sector organizations
indicated that e-Procurement technologies will become an
important part of supply chain management and that the rate
of adoption will accelerate as the adopters share their
experiences of success factors and perceptions of low risk.
Similarly, Barua et al. (2001) identified e-Procurement as
the most important element of e-business operational
excellence for large corporations.
Such success and failure stories imply that there is a need for
a much better understanding, and use of e-Procurement
implementations in the public sector. Tonkin (2003),
provides a succinct summary of this sectors relationship
with e-Procurement: The public sector cannot afford to
uncritically follow the latest fads and fashions, it can,
however, from a strong base of self knowledge, confidence
and with an eye to the future become an innovator in this

field. Furthermore, the sector needs to develop more

proactive management control and evaluation techniques to
ensure that projects of this nature deliver measurable
benefits.
5.1 E-Procurement Success Factors and Propositions
The information systems, supply chain management, eCommerce/e-Business, and public sector management
literatures on Success Factors provide many moderating
factors that may affect the selection of appropriate eProcurement SFs. Since our observations are limited to
evaluation/assessment reports of eight major e-Procurement
initiatives and six specialized literature on e-Procurement, it
will be necessary for us to be very cautious in the
presentation of the results. Hence, I will formulate my
findings in the form of propositions rather than hypotheses,
to be refined by interviews and confirmed by case studies.
The resulting hypotheses will then need to be tested by
means of a survey research.
5,2 End-user Uptake and Training
As e-Procurement includes new technologies and changes in
traditional procurement approaches, the need to train staff in
procurement practices and the use of e-procurement tools is
very critical to the success of an e-Procurement initiative
(WB, 2003) and has a long-established place in the
procurement literature (for example, Williams and Smellie,
1985). End-users can realize quick benefits of the system
once they understand the operational functionalities (CGEC,
2003). This means that training should be given a high
priority, alongside the need for public sector agencies to
identify the skills required by all those engaged in
procurement (Callender and Matthews, 2000; Queensland
Government, 2000; CIPFA, 2002).
As technology alone does not ensure successful adoption,
the success of a public sector e-Procurement initiative
depends on clients making use of the new process and
system. The solution must attract end users to view eProcurement as the preferred means by which to purchase
goods and services (KPMG, 2001). The success of the
project also depends on communication to the users (Birks et
al., 2001). According to CGEC (2003), the two major
obstacles to increasing support among users are their level of
technology awareness and acceptance, and their willingness
to change long-established internal business processes. As
the implementation process unfolds, it can be helpful to take
periodic user satisfaction surveys from which it may be
possible to identify the possible need for additional training
and demonstrate the organizations interest in creating a
positive online procurement experience (OSD, 2001).
Proposition 1: The high level of end-user uptake and training
is positively associated with the organization and
management implementation factor of an e-Procurement
initiative.

6. Supplier Adoption
Project success in this case, is closely related to early
supplier involvement. It is important to demonstrate the
proposed solution to the suppliers and discuss any necessary

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changes, issues and concerns such as various options in
developing and maintaining supplier catalogues (Birks et al.,
2001). According to the OSD (2001), providing
opportunities for suppliers to offer their feedback will allow
the procurement department to monitor areas for
improvement and change in advance. Because many
suppliers may be unwilling to conduct business
electronically with public sector agencies because they are
unclear about the benefits that they will gain, they might see
e-Procurement as a means by which public sector agencies
will attempt to force down prices (CIPFA, 2002). Suppliers,
therefore, should be educated on the e-Procurement benefits
that can be provided to them. Suppliers are, of course, an
integral part of e-Procurement and should be contacted and
consulted as early as possible in the project. The degree to
which the success of an e-Procurement initiative can be
realized is directly related to the level of e-readiness of
suppliers, and appropriate communication with suppliers is
therefore important (AOT, 2003).
Proposition 2: The high level of supplier adoption is
positively associated with the organization and management
implementation factor of an e-Procurement initiative.

7. Compliance with best practice for Project

Management
As with other IT project management practices, eProcurement projects only deliver the planned benefits if a
lot of people in the organization make changes to the way
they work, which requires championing the project and
senior sponsorship. Specifically important in e-Procurement
initiatives is the responsibility of ensuring Buy In (Birks et
al., 2001). Implementation must be delivered in accordance
with business case. Birks et al. (2001) suggest the business
case processes for e-Procurement should include: identifying
drivers, understanding the starting point, benefits,
approaches, affordability, risks and benefit realization.
Procurement in the public sector has some differences to
procurement in the private sector, especially in terms of
transparency, accountability and probity. The CIPFA Report
(2002) cautions that private sector solutions do not easily
adapt to a public sector setting and e-Procurement solutions
which work successfully in a private sector setting may fail
within the public sector.

may be vulnerable to a fraudulent attack. S&A (2003)

supports this notion, saying that transactions between
different systems need to be exchanged in secure ways with
assurances regarding the identities of the buyers and
suppliers. In order to encourage buyers and suppliers to
engage in e-Procurement it is critical that both parties have
confidence in the underlying security infrastructure.
Proposition 4: The high degree of system integration is
positively associated with the systems and technology
implementation factor of an e-Procurement initiative.

9. Security and Authentication

Because of the sensitivity of the government data and the
legal nature of orders and payments, security of data is very
critical in e-Procurement systems. It is also important for the
system to have mechanisms for identifying and
authenticating the user who places an order so that the
supplier knows it is safe to fulfill the order. In eProcurement, Birks et al. (2001) relate the security
requirements at the e-Tendering stage to authentication and
argue that e-Purchasing systems and processes need
protection because they involve a financial transaction and
maybe vulnerable to a fraudulent attack. S&A (2003)
supports this notion by saying that transactions between
different systems need to be exchanged in secure ways with
assurances regarding the identities of the buyers and
suppliers. In order to encourage buyers and suppliers to
engage in e-Procurement it is critical that both parties have
confidence in the underlying security infrastructure.
Proposition 5: The high degree of security and
authentication is positively associated with the systems and
technology implementation factor of an e-Procurement
initiative.

10.

E-Procurement should be viewed as an enabling mechanism

to make the process of procurement more efficient and
effective in terms of cost, time and achievement of value for
money in the procurement function (CPIFA, 2002). As the
existing procurement practices and

11.
Proposition 3: The high level of compliance with best
practice/project management is positively associated with
the organization and management implementation factor of
an e-Procurement initiative.

Re-engineering the Process

Findings

8. System Integration

Given the intense publicity surrounding the impact of eprocurement, the findings of the study reflected much of the
focus of recent management writing and system vendors
publicity. The four main benefits of e-procurement identified
by respondents were:

Because of the sensitivity of the government data and the

legal nature of orders and payments, security of data is
fundamental to an e-Procurement system. It is also important
for the system to have mechanisms for identifying and
authenticating the user who places an order so that the
supplier knows it is safe to fulfill the order. Within eProcurement, Birks et al. (2001) relate the security
requirements at the e-Tendering stage to authentication and
argue that e-Purchasing systems and processes need
protection because they involve a financial transaction that

58.8% believed that whilst the main benefits to be gained

from adoption of e-procurement would be financial, it was
not generally believed that these financial benefits would
meet the widely hyped benefits promoted by solutions
providers and vendors.
45.9% believed that improved information flow was an
important benefit of e-procurement adoption.
41.2% answered that e-procurement adoption would lead
to better internal and external communications for the
business.

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40% saw improvements in planning would be a benefit
from e-procurement adoption.
A major concern here is the apparent lack of clear strategic
awareness of the implication and benefits of e-procurement.
It is certainly clear that procurement is viewed as an
administrative process in the majority of respondent
organizations, the exception being organizations over Kshs1
billion turnovers. Large organizations typically invest
greater resource into their purchasing and procurement
function for such organizations procurement is of major
strategic importance. This was underlined in the study by the
planned increase in the level of outsourcing by 56.5% of
respondents as a direct consequence of e-procurement
adoption.

12. Conclusions

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